Answering your questions on faxing etiquette, who should go to national meetings, a self-appointed interim supervisor, and a new mission statement

Medical Laboratory Observer, Jan, 2000 by Christopher S. Frings

A It is not unusual when a leader is missing for someone to step into that role, even though he or she is not the designated leader. This actually benefits the group during the interim while a new leader is being sought.

Linda Blacklidge and I recommend that you speak to the lab director (pathologist), human resources, or administration (and probably in that order). Because you would like to avoid conflict, take a subtle approach and ask who is in charge of the laboratory for the duration of the supervisory search. The search process for a new supervisor might take months, and obviously, the lab cannot function without supervision or direction for an extended period of time. It's important that someone be given the authority for day-to-day decision-making. Because you are a small laboratory, effective operation depends on a workforce that is both cohesive and cooperative.

Lynne Garcia adds, "Unless she has been given the authority officially or by default, then she should not be making or implementing policies. While applications are being taken, you could clarify with the hospital's administration that things should be on hold unless critical changes are required immediately and are directly related to patient-care issues. However, make sure you keep it objective and don't get into a complaining mode just because you don't want her as your supervisor."

Marti Bailey says, "If you're interested in being the supervisor and are a viable candidate, then you need to apply for the job. This would be the best plan to avoid having someone in the position that you don't want as a boss. If you're not interested in the supervisory position, but she's applied and is being considered, then it's in your best interests to be supportive of her, starting now. Some ways you could be supportive are to help identify the department's most urgent problems, suggest solutions, and help to implement those solutions."

According to Michele Best, "It would be appropriate for upper management to appoint a qualified individual as an acting general supervisor during this interim period or to make clear to staff members that the lab director is functioning as the general supervisor. It would not be legal for this technologist to write and implement new policies and procedures without the lab director's signature. I would obtain clarification from the director on her claims that she is the supervisor. I don't believe that avoiding conflict should be your primary goal. You and your fellow team members should express your concerns about the internal candidate's qualifications to the human resources department or to upper management."

Bottom line. Ask the hospital administrator if an interim supervisor has been appointed. If not, suggest that someone be chosen to ensure a smooth transition when the permanent supervisor is appointed. Let the administrator know about the problems with policies and procedures. Be prepared to offer to take the position and help get the procedures in order during this interim. If you are interested in the permanent position, let that be known in writing.